Have any of you noticed that brainstorming has earned a pretty bad reputation? Studies suggest the anecdotal experiences clients have shared around bad brainstorming sessions are quite widespread – we’re just not seeing the kinds of creative output we hope for. According to the experts (Diehl and Stroebe, 1987) the most common problems facing brainstorming fall into three categories:
The 80/20 Rule – Do most people in your meetings contribute 20% of the time or less? That’s fine if it’s a presentation, not so much if it’s a meeting requiring group input and discussion. If you answered yes, ask yourself if everyone needs to be a part of the whole meeting, or if you even needed a meeting in the first place.
Nothing kills participation quite like a boss who has tons of ideas, who (over)shares anecdotes, and generally steals airtime. We all try to avoid CLMs – or career limiting moves – whenever possible, so how do we manage a meeting dominator who also happens to be the boss?
Questions are a facilitator’s best friend. Among other things, questions allow us to guide the conversation without sacrificing neutrality and to address group dynamics unobtrusively. But all questions aren’t created equally, so here are 5 types of questions you’ll want to work into your facilitation practice.
We were thrilled that some of our clients took up the challenge and explored their workplace meeting culture in light of April’s designation as Workplace Conflict Awareness Month. We all know that unchecked workplace conflict can be a real drag on productivity and can lead to more serious consequences, so preventing and responding to conflict in the meeting room had always been a focus of our organization.
Have you ever thought that the way you record and share information from your meetings could use a little inspiration? Every meeting leader has at some point thought, “did I capture that discussion in a helpful way? Will anyone ever look at, think about, or remember what came out of my last meeting?”
All the talk about net neutrality last week got us thinking about neutrality – or the lack of it – in meeting rooms across the globe, particularly during heated or high stakes discussions. In decision-making meetings, facilitators can display neutrality by ensuring their body language and comments don’t favor some opinions or individuals over others.
Welcome to the final installment in a series of articles that explore Collaboration Architect, Michael Goldman’s must-do’s for meeting success. For those of you who missed our earlier articles let’s take a look at the interview: